Contingency Theories of Leadership Sacramento State领导的偶然性理论国王的状态.pptVIP

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Contingency Theories of Leadership Sacramento State领导的偶然性理论国王的状态.ppt

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Contingency Theories of Leadership Wofford Liska (1993) Graeff (1997) Howell et al. (1990) Peters et al. (1985) Agenda – July 5, 2005 Reminders Questions, Comments, and Concerns Contingency Theories of Leadership Path-Goal Theory Situational Leadership Theory Substitutes for Leadership Fiedler’s Contingency Theory Break TRP 7 Thursday Reminder Your Final SAP and TRP are Due Thursday…the Last Class In Honor of Your Final Class… Pizza and Beverages Will Be Provided Turn in SAP 7 Please Pass to the Aisle and then Pass Forward Thanks Questions, Comments, or Concerns? The Presence of What Two Factors Cause Decision Making Quality to Plummet? Why Is LMX Referred to as a “Dyadic” Theory? Contingency Theories of Leadership The “Interaction” Perspective of Leadership Path-Goal Theory Situational Leadership Theory Substitutes for Leadership Fiedler’s Contingency Theory Path-Goal Theory Leaders Influence Satisfaction and Performance Increase Subordinate Outcomes By: Clarifying Path to Goals Reducing Roadblocks to Goals Increase JS on the Way Links to VIE Inclusion of Task Characteristics and Subordinate Characteristics 4 Types of Leaders Supportive (Boring) Directive (Unstructured) Participative (Complex) Achievement-Oriented (High nACH Employees) Mixed Results Causal Model for Supportive Leader on Subordinate Effort Causal Model for Directive Leadership on Subordinate Effort Situational Leadership Hersey Blanchard (1977) Leadership Depends of “Maturity” of Followers Job Maturity (KSAs) Psychological Maturity (Self-Efficacy) Minimal to Moderate Maturity = Supportive Moderate to Maximum Maturity = Directive Developmental Interventions Simple vs. Contingency Contracting Hersey Blanchard’s Model Substitutes for Leadership Kerr Jermier (1978) Identify Aspects of Situation that Minimize Need for Leaders Substitutes (Task, Organization, Roles, Subordinate Characteristics) Neutralizers (Reward, Authority, External) Substitutes Make Leaders Redundant Strong Support for Substitute